Many businesses today have adopted new ways of conducting their operations. They have resolved to bring into play Business Process Management (BPM) to accelerate and streamline processes such as invoice management and payment of accounts. BPM, which integrates information technology and management, encompasses tools, techniques, and schemes designed to analyze, manage and enact operational business processes that entail sources of information, documents, applications, organizations and humans (Ahadi, 2004, p.12).
It aligns the needs of clients with aspects of a business. By so doing, it guarantees efficiency and effectiveness in business operations while striving for integration, flexibility, and innovation in technology. Many businesses augment continuity and processes of permanence through BPM. As such, BPM, a development of process optimization, is not functionally focused, but is capable of enabling an organization to be more effective and efficient (Chisholm & Corzo 2011, p. 23). This essay will examine the potential benefits of BPM, its fundamental tenets and the integration of enterprise resource planning (ERP) with software systems.
Business Process Management
Method of controlling present processes in an organization more efficiently and effectively.
Value creation primarily refers to the application of new methods to deliver additional value. It is the raison d’être of a corporation through which its effectiveness is measured.
BPM and business performance
Due to the increasing competition in the global business environment, the success of a business organization will greatly depend on the ability to manage business processes effectively to achieve efficiencies (Zhao, 2004, p. 377). There is no denying the fact that since businesses are involved in many processes such as making payouts, handling claims and launching new products, adopting a BPM approach is gainful in terms of saving time while following through the processes (Firat & Fettahoglu, 2011, p. 158).
In Ben’s Omnicrons business, having BPM as an integral part of the business will aid in smoothening out various processes linked to administrative tasks. Additionally, the adoption of BPM will enhance efficiency in human-based tasks and turn, increase profits. Additionally, Ben’s Omnicrons will be able to improve, formulate and regulate the flow of information in its system (Mella, 2011, p. 170). In handling customers, it will augment service management. This improvement will be in the form of an assortment of messages, notifications and alert options. Therefore, it is imperative to note that BPM ensures that businesses monitor process compliance continually and regularly.
BPM and business strategy
As a new way of conducting business, operationsBPM has numerous benefits that are aligned to business strategy. As the term suggests, it has both internal and external strategies for fostering collaborative efforts that include end-to-end management processes across departments and functions and ownership of distinct processes (Quiescenti et al., 2006, p.3803). Ben’s Omnicrons will be able to use BPM to connect management process strategies through a data-driven process to track and record performance metrics.
Some of the benefits that this business will enjoy from BPM will include saving costs and time through redirecting the roles of resources and staff to other initiatives. Additionally, through electronic documentation and automation, process transparency in the business will be improved. Collaborations among departments will also be enhanced through the end-to-end process. In a nutshell, adoption of a BPM approach will ensure that Ben’s Omnicrons gains in terms of routing of electronic documents, develop process rules, create necessary interactions and relationships to complete business processes and direct and redirect staff roles.
Besides problems such as service delivery and real cost-saving, the major problem that Ben’s Omnicron faces is the lack of efficiency in its operations. This problem is caused by a lack of capabilities to carry out management processes. However, these capabilities can be built. This may be achieved through forging strategic alliances, ensuring that business units are infused with resources, and investing in technologies that are needed. Using AS-IS process, Ben’s Omnicron will overcome its problems by ensuring its efficiency in offering quality products, saving costs and time, and customer satisfaction (García-Álvarez, Mariz-Pérez & Álvarez, 2011). This will be through a project creation process with set programs coordinated and monitored by the managers. The diagram below illustrates how to manage business process and to overcome efficiency problems
To sum up, capabilities created by BPM assists both infant and well-established businesses in changing end-to-end business processes, executing, simulating, analyzing, modeling, documenting and understanding the ability an organization has to add value to the business. To achieve success in operational efficiency, the adoption of BPM is vital since it consolidates techniques and methodologies that work through a process-driven approach.
It is also imperative to underscore the fact that although Business Process Management (BPM) has been proven as a viable tool in revamping efficiency in business operations, it may not be used solely if impressive business performance is desired. It is against this backdrop that business practices such as value chain creation should be integrated for optimal performance. Ben’s Omnicron stands a better chance of reaping higher business returns if both BPM and value chain creation are embraced and implemented simultaneously.
Ahadi, H.R. (2004). An examination of the role of organizational enablers in business process reengineering and the impact of information technology. Information Resources Management Journal. 17 (4), 1-19.
Chisholm, M & Corzo, F. 2011. The true role of MDM. Information Management. 21 (3), 23.
Firat, D. & Fettahoglu, S. 2011. Investors’ purchasing behavior via a behavioral finance approach. International Journal of Business and Management. 6 (7),153- 163.
García-Álvarez, M., Mariz-Pérez, R. M. & Álvarez M. 2011. Structural capital management: a guide for indicators. International Journal of Management and Information Systems. 15 (3), 41-52.
Mella, P. 2011. The quality policy in value based management. Journal of American Academy of Business, Cambridge. 17 (1), 168-180.
Quiescenti, M. et al. (2006). Business process-oriented design of Enterprise Resource Planning (ERP) systems for small and medium enterprises. International Journal of Production Research. 44 (18 & 19), 3797-3811.
Zhao, (2004). Management of information technology and business process re- engineering: a case study. Industrial Management and Data Systems. 104 (8/9), 674-680.